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Bavdhan, Pune · working across the MIDC belt
Your engineering is already good. The story around it usually is not.
I help manufacturing and engineering companies explain their value as clearly as they engineer it. Positioning, rebranding, sales material, websites, campaigns and marketing leadership, run by one person who does the work rather than resells it.
Tell me what is not landing See how a project runs
- Based
- Bavdhan, Pune 411021
- Works with
- Manufacturers, engineering firms, industrial brands
- Engagements
- Projects from 6 weeks, retainers from 6 months
- Also runs
- Quiamo, for production at agency pace
Most companies I meet in Pune have a real product, a real reputation among the people who already buy from them, and marketing material that could belong to anybody. The brochure explains how the thing is made. The website has a rotating banner. The sales presentation opens with the factory and reaches the customer's problem on slide thirty-one, if at all.
None of that is a creative problem. It is a translation problem. Somebody has to sit with the engineers, understand what the product actually does for a buyer, and then write it from the buyer's side of the table. That is most of what I do.
The rest is leadership. Choosing what not to spend on, briefing agencies properly, making the distributor network say the same thing as head office, and giving the promoter one report they trust.
What I am usually hired to build
Not retainers in the abstract. These are the things that get made, and the ones clients keep using long after the engagement ends.
A positioning platform
One page that settles what you are, for whom, against what alternative, and the evidence for it. Everything downstream is written from it. More on positioning work.
A brand identity that survives the shop floor
Not just a logo. Product architecture, signage, presentations, induction material and an internal rollout so long-serving staff recognise themselves in it. More on rebranding.
Sales material people actually open
A presentation built backwards from the customer's problem, application stories, a launch kit per new product, and quotations that document what the buyer is comparing. More on sales material.
A website that passes a technical buyer
Equipment, tolerances, inspection, certifications with scope and real applications, written after time with production and quality. More on manufacturer websites.
A demand programme with one definition of a lead
Search, technical content, campaigns and a qualification standard agreed with sales so the arguments stop. More on demand generation.
A channel that hears things first
Scheduled updates, approved messaging, launch kits and a library your distributors can reach without emailing head office. More on channel communication.
Marketing leadership, one or two days a week
Budget, agencies, priorities and the number, owned by someone senior without a permanent hire. More on the fractional arrangement.
What the work actually is
Both columns describe the same company. Your engineers wrote the left one and it is completely accurate. Nobody has written the right one, so the buyer is left to make the translation themselves, and mostly they do not bother.
That gap is where almost all of my work sits. Not making things up, and not making things prettier. Moving statements from the left column to the right, with the evidence still attached.
Once that is settled, everything downstream gets easier and cheaper: the website, the presentation, the campaign, what the distributor says. Which is why the positioning work comes first even when the client arrived asking for something else.
Automotive components · positioning
The product nobody could explain
A manufacturer with a strong product, several patents and almost no usable marketing material. Sales kept coming back saying they were being beaten on price.
The brochure described the manufacturing process in careful detail and never once said why an automotive OEM should care. Every claim was about how it was made, none about what it did for the buyer.
Working sessions with the engineering team to translate the product into three business outcomes: lower assembly time, fewer field failures, easier integration. Then a rebuilt presentation, application stories and a quotation format that carried the argument.
Within months the sales conversations moved away from price and towards performance. The product had not changed at all.
This is the shape of most of my work. Nothing about the product is wrong. The argument for it was never written down.
How a project runs
Most engagements start as a defined project. Retainers follow if there is enough continuing work to justify one, and I will say so honestly if there is not.
Two days inside
Production, quality, application engineering, and two or three sales calls listened to rather than described. I want the questions customers actually ask.
The assessment
A written view of the six areas above, with the one upstream problem named. Delivered whether or not you continue.
The build
Six to ten weeks producing whatever the assessment said was missing. Positioning, identity, sales material, website content, launch kits, channel system.
Handover or retainer
If you have someone who can run it, I hand over and leave. If you do not, we talk about a fractional arrangement.
Before you ask
Are you an agency?
No. I do the strategy and the writing myself, and I bring in designers, developers and media people I have worked with for years. Where you want production at agency pace under one roof, my agency Quiamo takes that scope on separate terms.
Do you only work with manufacturers?
That is where the depth is, and it is most of the work. I have also run marketing for consumer, marketplace, SaaS and financial services businesses. If you make something physical and sell it to other businesses, we will get to the useful part of the conversation faster.
Will you come to the plant?
Yes, and I would rather. Chakan, Bhosari, Talegaon, Ranjangaon and Pirangut are all a comfortable drive from Bavdhan. You cannot position a manufacturing business from a conference room.
What does it cost?
Projects are fixed fee against a defined scope. Retainers are monthly with a preferred six month minimum. The range is wide because a positioning project and an embedded fractional mandate are very different commitments, so I quote after understanding the scope rather than before.
What if we already have a marketing person?
Then they usually need a direction and someone to make decisions with, not replacing. Most marketing executives in Pune manufacturing companies are perfectly capable and are being asked to produce material before anyone settled what the company is arguing.
Tell me what your sales team keeps running into
Thirty minutes on a call. Describe the objection you keep hearing, or send me the brochure you are not happy with. I will tell you whether it is a positioning problem, a material problem or neither.
Tell me what is not landing See case studies
Kunal Waghmare · Padmavati Hills, Mokai Vasti, Bavdhan, Pune, Maharashtra 411021
office@quiamo.com · +91 90216 02686